July 2026
February 2026
October 2025
- Oct 27, 2025Work SkillsPlanning Systems: Connecting Daily Actions to GoalsEisenhower said plans are worthless but planning is everything, and the research backs the distinction. Gollwitzer and Sheeran's 2006 meta-analysis of 94 studies found that implementation intentions, plans naming when, where and how you will act, raised follow-through by about 28 percentage points over simple goal intentions. Flyvbjerg's review of 258 infrastructure projects found nine in ten over budget, which is why good plans leave 15 to 25 percent of time free.
- Oct 12, 2025Work SkillsUnderstanding Scope Creep and Its Impact on ProjectsBent Flyvbjerg's database had grown past 16,000 projects across more than 20 fields and 136 countries by the time of How Big Things Get Done, and only about half a percent hit their cost, time and benefit targets together. The mechanism he documented was not formal change requests but informal additions accumulating without visibility. This page separates creep from legitimate change, then covers MoSCoW, change control and feature freezes.
- Oct 9, 2025Work SkillsPlanning vs Execution ExplainedBent Flyvbjerg's analysis of more than 16,000 major projects found 83% of IT projects came in over budget with an average overrun of 73%, and that the amount of upfront planning had almost no correlation with estimate accuracy. What does help is reference class forecasting: anchoring to how similar past projects actually finished. Mitchell, Russo and Pennington found in 1989 that imagining a failure as if it had happened raises the ability to name its causes by 30%.
- Oct 7, 2025Work SkillsEffective Strategies for Project Risk ManagementHis book The Failure of Risk Management argues that the most widely adopted qualitative scoring does not outperform unstructured expert judgment, which matters given how universal those matrices are. The practical alternative here is grounding probability in history rather than intuition, since if the last three comparable integrations slipped then integration delay is likely whatever the team believes this time. It also covers the pre-mortem and assumption analysis.
- Oct 7, 2025Work SkillsProject Management Fundamentals Explained for SuccessYou do not need the title to manage projects, and PMI estimated the world will need 25 million new project professionals by 2030. Five components interlock: scope, time, resources, quality and risk. The commonest scope failure is assuming shared understanding without writing it down, where the product owner imagines a Ferrari, the team plans a Honda and the budget supports a bicycle. Jobs defined the iPod as 1,000 songs in your pocket, and nothing else.
July 2025
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